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This report provides results to a survey of ARIN members, customers, and community. An online survey was conducted between February 10 and February 25, 2014.

699 individuals participated in the survey, and have the following relationships with ARIN:

324 – Has a direct allocation of IP addresses (IPv4, IPv6) from ARIN, and is a member.

353 - Has a direct assignment of Internet number resources (IPv4, IPv6, ASN) from ARIN.

16 - Has no direct Internet number resources from ARIN, but uses some ARIN services.

6 - Has no direct Internet number resources from ARIN, and does not use ARIN services, but is part of the ARIN community.

The median survey time was 18 minutes.

The margin of sampling error at a 95% level of confidence for aggregate results is +/- 3%. The margin of error is larger for subgroups of the data.

The Mean Loyalty Index is a derived measure that takes satisfaction with meeting needs, satisfaction with value, and likelihood to continue ARIN into account. The three measures factor into the index equally (each accounting for a third). A score of “100” means perfect scores were received for each component of the index.

Non-ISPs are more satisfied with the fees they pay (69% compared to 60% of ISPs).

Overall Loyalty Metrics

*Combines satisfaction with meeting needs, satisfaction with value, and likelihood to continue using equally into one measureQ1. Thinking about your interactions with ARIN and the products and services it provides, how satisfied are you with ARIN in meeting your organization’s needs?

Q2. How satisfied are you with the value you receive from ARIN based on the fees you pay?

Q3. If you had the option to choose another registry services provider, how likely would you be to continue using ARIN services?

“No problems with getting what I need done. I gave it a 6 instead of a 7 for the learning curve/complexity involved.”

“There is a lot of paperwork and the website can feel like a maze. But they are fair about their assignments and the people are very helpful.”

“Recent updates to web management of IP space was a huge improvement over the early 2000's and resources for information.”

“Good online tools. Minimal interaction required.”

“I needed some help within the last couple months to sort out some legacy problems and your support exceeded my expectations in getting this resolved.”

“In my attempt to receive an IPv6 allocation, I ran into a bureaucratic nightmare that effectively prevented me from receiving an allocation.”

“Every time I try to make any changes through ARIN the bureaucracy is just insane. No one can explain how to perform the simplest of requests.”

“We have several legacy IP addresses from 10+ years back and trying to get them updated with our new Organizational name has been such a challenge that we have just left it alone. Very difficult to get records updated and transfer process/form old/cumbersome.”

“Instead of helping new ISP startups (especially VPS providers), ARIN is currently effectively making everything to make growth a very painful process. This makes absolutely no sense, especially considering that ARIN is funded by the same businesses.”

“Your pursuit of your policies is discriminatory against small business.”

Expectation: How well does this describe an “excellent” Internet Number Registry organization? (same scale)

Actual success is defined as the gap between Expectation and Performance. In the long run, ARIN should focus on closing gaps to come as close as possible to (or even exceeding) expectations of community members.

In its planning, ARIN should focus on gaps on individual items as well as the aggregate for each of the eight dimensions.

The following pages report the scorecard results, starting with the high level view across the 8 dimensions.

*Note: data not realQ4. The following is a list of features you may expect from ARIN or a professional organization with a similar purpose. For each feature below, please provide two ratings: 1) ARIN’s performance: rate how well each feature describes ARIN, 2) Your expectation: rate how well each feature describes an “excellent organization” with the same mission as ARIN (realizing that you may not expect even an excellent organization to be a perfect “10” on everything).

----Dashed lines show expectations

Based on community expectations, there is some room for improvement on all of ARIN’s service dimensions. ARIN does the best job (smallest gaps) meeting expectations on Internet Governance, Engineering and Financial Services. The greatest improvement opportunity lies in Communications/Outreach, where expectations are high but performance low.

Q4. The following is a list of features you may expect from ARIN or a professional organization with a similar purpose. For each feature below, please provide two ratings: 1) ARIN’s performance: rate how well each feature describes ARIN, 2) Your expectation: rate how well each feature describes an “excellent organization” with the same mission as ARIN (realizing that you may not expect even an excellent organization to be a perfect “10” on everything).

Dashed lines show expectations

Internet Governance is one of ARIN’s strengths. A large majority of the community believes ARIN supports efforts to keep Internet number registries self-regulated and takes an appropriately active role in Internet governance, and performance is close to expectations for an excellent provider.

Q4. The following is a list of features you may expect from ARIN or a professional organization with a similar purpose. For each feature below, please provide two ratings: 1) ARIN’s performance: rate how well each feature describes ARIN, 2) Your expectation: rate how well each feature describes an “excellent organization” with the same mission as ARIN (realizing that you may not expect even an excellent organization to be a perfect “10” on everything).

Q4. The following is a list of features you may expect from ARIN or a professional organization with a similar purpose. For each feature below, please provide two ratings: 1) ARIN’s performance: rate how well each feature describes ARIN, 2) Your expectation: rate how well each feature describes an “excellent organization” with the same mission as ARIN (realizing that you may not expect even an excellent organization to be a perfect “10” on everything).

Q4. The following is a list of features you may expect from ARIN or a professional organization with a similar purpose. For each feature below, please provide two ratings: 1) ARIN’s performance: rate how well each feature describes ARIN, 2) Your expectation: rate how well each feature describes an “excellent organization” with the same mission as ARIN (realizing that you may not expect even an excellent organization to be a perfect “10” on everything).

Dashed lines show expectations

Expectations for Meetings are lower than most other service dimensions and ARIN performs moderately well compared to them. Just half of the community feel that the content of ARIN meetings make them want to attend. The community rates ARIN higher on the election process being easy to understand and use, but expectations are also high.

Q4. The following is a list of features you may expect from ARIN or a professional organization with a similar purpose. For each feature below, please provide two ratings: 1) ARIN’s performance: rate how well each feature describes ARIN, 2) Your expectation: rate how well each feature describes an “excellent organization” with the same mission as ARIN (realizing that you may not expect even an excellent organization to be a perfect “10” on everything).

Q4. The following is a list of features you may expect from ARIN or a professional organization with a similar purpose. For each feature below, please provide two ratings: 1) ARIN’s performance: rate how well each feature describes ARIN, 2) Your expectation: rate how well each feature describes an “excellent organization” with the same mission as ARIN (realizing that you may not expect even an excellent organization to be a perfect “10” on everything).

“There needs to be a way to get a hold of a knowledgeable human in real-time.”

“Speed response time. Recognize that this is an area that warrants practical solutions to business and marketplace needs and issues.”

“While I understand that ARIN receives many requests, often I feel that ARIN staff did not even read my emails completely. The response time is also quite slow.”

“Provide 24x7 services using an automated system.”

“ARIN needs to extend hours of operations.”

“Provide feedback more frequently on running tickets that may take several days to resolve. Going 3,4,5 days without any feedback at all is at least unnerving.”

“Less insider jargon in the policies and explanations. Gets a little confusing sometimes.”

“Some people as in myself, had never registered for IP's or an ASN. It would have been nice for someone to have given me a short welcome letter telling me what I needed to have ready before applying.”

“The instructions need less legalese and more average human talk.”

“Send more info about ARIN services and the work they do to members.”

“The transfer process is painful - at least the old form. Hard to understand what legal paperwork is required. Tickets are just closed referencing a website instead of providing specifics.”

“More consistency in customer service and less nitpicking by certain staff.”

“Terse answers from disinterested, overworked staff seems to be the norm when somebody who is new to the process has a question and reaches out for help so they can "do it right" and not be a burden. ARIN has a rep for being scary, mean, and unapproachable.”

“ARIN will likely need to hire more staff, or train more internal staff on the more complex services it offers. We are seeing some delays in responses, we feel as though only one person is knowledgeable on various services such as RPKI.”

Q5. How can ARIN improve customer service?

ARIN nearly perfectly meets expectations in implementing policy that adheres to what is developed, ratified and published. The major gap area is in allowing individual participation in the process (expectations are high). Other areas with improvement opportunity include being to adapt quickly to industry change, useful and fair resource management, and effective board oversight.

Q4. The following is a list of features you may expect from ARIN or a professional organization with a similar purpose. For each feature below, please provide two ratings: 1) ARIN’s performance: rate how well each feature describes ARIN, 2) Your expectation: rate how well each feature describes an “excellent organization” with the same mission as ARIN (realizing that you may not expect even an excellent organization to be a perfect “10” on everything).

There are major differences in how companies of different sizes perceive the clarity of the process to obtain Internet number resources. Small companies, with less than 100 employees, are significantly less likely to feel ARIN’s process is clear and straightforward.

Q4. The following is a list of features you may expect from ARIN or a professional organization with a similar purpose. For each feature below, please provide two ratings: 1) ARIN’s performance: rate how well each feature describes ARIN, 2) Your expectation: rate how well each feature describes an “excellent organization” with the same mission as ARIN (realizing that you may not expect even an excellent organization to be a perfect “10” on everything).

Improvement on Communication/Outreach can be targeted at specific groups. Those in smaller companies have difficulty navigating the website while those with low familiarity with the organization have trouble getting communications about ARIN’s activities. Community members in technical occupations are more likely than managers to expect and credit ARIN for transparency.

Q4. The following is a list of features you may expect from ARIN or a professional organization with a similar purpose. For each feature below, please provide two ratings: 1) ARIN’s performance: rate how well each feature describes ARIN, 2) Your expectation: rate how well each feature describes an “excellent organization” with the same mission as ARIN (realizing that you may not expect even an excellent organization to be a perfect “10” on everything).

Q11. We are interested in your perceptions of ARIN. Please tell us how well the following statements describe ARIN.

Different image areas very in how much they impact loyalty to ARIN (defined by a composite of satisfaction, value, and willingness to switch if given a choice). The most important image areas are being responsive to community needs, caring about customers, and using financial resources efficiently.

ARIN Image

(n=699)

A Priority Index identifies areas where ARIN should focus most on managing its image. The highest indexed area is in the perception of using financial resources efficiently. Convincing people ARIN is effective here will have the greatest impact on loyalty.

*Priority Index = Importance x % Needs Improvement (rated (1-7) * 10^Based on correlation with likelihood to continue using ARIN in Q3Q10. Below is a list of events and meetings facilitated by ARIN. Please check the ones you have attended in the past two years

Q12. In the past 12 months, which of the following types of contact, if any, have you had with ARIN? Please check all that apply.

Few community members have participated in the Policy Development Process in the last year. A lack of time, satisfaction with current policy and a belief that individuals do not think they can have an impact are top reasons why community members do not participate.

Participation in the ARIN Policy Development Process in the Past 12 Months(n=699)

Q14. Have you participated in the ARIN Policy Development Process in the past 12 months?